Download 18. Project Quality Management

IMSR TEAM
Montfort Bridge Project
Project Charter
Submitted for Partial Fulfillment
of the Requirements of the Course
MGP 7180A - Application Seminar
Project Client:
Lucille Pereault, Montfort Hospital
Project Sponsor:
Professor Tamas Koplyay
Team Management Consultant:
Professor Robert Legris
Project Management
Consultant:
Professor Alain Godbout
Project Team:
Wael Ismail – Client Liaison
Nagi Khanger – Team Development Coordinator
Bernard Langevin – Project Research Coordinator
Dominique Nsengiyumva – Document Coordinator
Nehad Shukur – Project Manager
February 18, 2009
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IMSR TEAM
Table of Content
1.
Montfort Hospital Background ............................................................................................ 4
1.1 History .............................................................................................................................. 4
1.2 Mission ............................................................................................................................. 4
1.3 Vision ............................................................................................................................... 4
1.4 Partnership ........................................................................................................................ 4
2.
Project Background .............................................................................................................. 5
3.
Project Objective .................................................................................................................. 6
4.
Major Project Deliverables and Milestones ......................................................................... 6
5.
Project Scope ....................................................................................................................... 7
6.
Project Inclusions ................................................................................................................. 7
7.
Project Exclusions................................................................................................................ 7
8.
Project Constraints ............................................................................................................... 7
9.
Project Assumptions ............................................................................................................ 7
10.
Project Risks..................................................................................................................... 7
11.
Project Success Factors .................................................................................................... 8
12.
Project Stakeholders ......................................................................................................... 8
13.
Project Organizational Structure ...................................................................................... 8
14.
Project Roles and Responsibilities ................................................................................... 8
14.1
Project Manager ........................................................................................................ 8
14.2
Client Liaison ............................................................................................................ 8
14.3
Project Research Coordinator ................................................................................... 9
14.4
Team Development Coordinator............................................................................... 9
14.5
Document Coordinator.............................................................................................. 9
14.6
Notes Taker ............................................................................................................. 10
15.
Project Work Breakdown Structure (WBS) ................................................................... 10
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15.1
High Level WBS ..................................................................................................... 12
15.2
WBS for Project Initiation ...................................................................................... 13
15.3
WBS for Project Planning ....................................................................................... 13
15.4
WBS for Project Development ............................................................................... 13
15.5
WBS for Project Close-Out .................................................................................... 13
16.
Project Evaluation Criteria ............................................................................................. 14
17.
Project Change Management ..........................................Error! Bookmark not defined.
18.
Project Management and Control Processes ...................Error! Bookmark not defined.
18.1
Project Management ................................................Error! Bookmark not defined.
18.2
Project Amendments Procedures .............................Error! Bookmark not defined.
18.3
Project Issues Management......................................Error! Bookmark not defined.
18.4
Project Transition Procedures ..................................Error! Bookmark not defined.
18.5
Project Reporting Requirements ..............................Error! Bookmark not defined.
19.
Project Communication Plan.......................................................................................... 16
20.
Project Quality Management .......................................................................................... 16
21.
References ...................................................................................................................... 16
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1. Montfort Hospital Background
1.1 History
The Hospital Montfort was founded in 1953 by “Les filles de la sagesse”. The hospital is
located at the intersection of Montréal Road and the Aviation Park way.
“The Montfort Hospital is a university hospital that provides primary and secondary care of
short duration. These services are delivered within two (2) official languages. In addition, the
Hospital is distinguished by its French character.
The hospital Montfort has faced the closing following a decision of the Government of Ontario.
However, the Divisional Court and Court of Appeal for Ontario concluded that Montfort is a
key institution for the development of the Franco-Ontarian and therefore any recommendation
for closure goes against the constitutional principle unwritten respect for the protection of
minorities.
More recently, the Montfort Hospital has received a government grant to an extension of $ 286
million, including the component of new construction ends in the summer of 2008. The new
construction will double the current size of Hospital Montfort, adding 450 000 square feet of
new space. With a total area of 750000 pc. Which will triple the original building of 1953. The
New Montfort house, by 2011, will have a total of 289 acute care beds. Its staff of 950 will
increase to at least 1 500 employees.”1
Under the development of the Ottawa region, a feasibility study was done by the engineering
firm Roche to determine the best location for a new bridge between Ottawa and Gatineau.
Location of Kettle Island was chosen by the firm because of several advantages for both sides
of the Ottawa River. But the community of Manor Park and the Montfort Hospital are opposing
to the project because the increase in traffic on Aviation parkway will engender disadvantages
such as noise, vibration and pollution that can be harmful to the community.
1.2 Mission
“The hospital undertakes to carry out this mission on the core values that have always guided,
or compassion, human solidarity and humanized care.”1
1.3 Vision
“Montfort today adopts the vision of a humanistic hospital.
It is by applying the best practices of the field in all sectors of activities and using the most
efficient technology in the context of a philosophy of compassion and personal attention that
this vision is realized.” (http://www.hopitalmontfort.com, consulted February 9 2009)
1.4 Partnership
“Hospital Montfort also cultivates a spirit of partnership with other health care facilities, with
training centers and community organizations.
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Under this partnership, the Hospital aligns his action on the broad guidelines provincial health
through the following approaches:


Promoting the development of innovative programs for patient care at the Hospital and its
community clinics;
Adapting
its
services
to
care
and
assessment
of
community needs.”
(http://www.hopitalmontfort.com, consulted February 9 2009)
2. Project Background
The National Capital Commission (NCC), the Ontario Ministry of Transportation (MTO) and
the Ministère des Transports du Québec (MTC) partnered to carry out an environmental
assessment of the current and projected need for interprovincial crossings in the National
Capital Region (NCR). The Environmental Study was commissioned to Roche/NCE consulting
firm and undertake in cooperation with the City of Gatineau (Quebec) and the City of Ottawa
(Ontario).
The environmental assessment is being conducted in two phases: Phase 1 whose report was
published in January 2009 and Phase 2 that will follow thereafter for a period of 30 to 36
months. Phase 1 has already assessed different solutions including tunnels, ferries, and bridges
at various locations in the NCR. The final recommendation was to build a new interprovincial
bridge over the Ottawa River at the Kettle Island in the next 20 years. This bridge would be
linked to Aviation Parkway on the Ottawa side and to Montée Paiement on the Gatineau side.
This corridor is presented as the best alternative because of its strong transportation
performance, minimizes environmental effects and has a reasonable construction cost
(Roche/NCE, 2009). The Aviation Parkway, which is at the western boundary of Montfort
Hospital, will be widened to 4 lanes. The impact of this new bridge on Montfort Hospital stems
from this widening of Aviation Parkway and the traffic that will be diverted to this corridor.
Indeed, from the report of Phase 1, it can also be seen that:

The forecasted truck traffic diverted from the downtown area would be 1800 vehicles per
day in the year 2031;

About 40 percent of all commercial vehicles would be diverted from Macdonald-Cartier
Bridge; and

Approximately one third of all truck traffic in the NCR would be diverted towards this new
corridor.
Phase 2 of the environmental assessment is planned to assess in detail the choice of this corridor
as the best alternative. Data on noise, air quality, traffic effects on the affected communities will
be analysed. With respect to Montfort Hospital, it is expected that access to the hospital,
potential effects on the new MRI machine and sound level changes to the Palliative care centre
will be assessed.
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The project proposed here aims at providing to Montfort Hospital a third party analysis of the
impacts on the hospital of the traffic volume on Aviation Parkway that will result from the
implementation of this new interprovincial crossing on Kettle Island.
3. Project Objective
4. Major Project Deliverables and Milestones
The major project deliverables and millstones are summarized in the following table.
In the following table, the following abbreviations are used:
TMC: Team Management Consultant
PMC: Project Management Consultant
PM: Project Manager
PC: Project Client
PS: Project Sponsor
TM: Team Members
Milestone/Deliverable
Approval
Recipient
Target Date
Team Contract
TM
TMC
February 04, 2009
Project Scope
TM
PC
February 09, 2009
Project Charter
PM, PS, PC
PMC
February 18, 2009
Project Plan
PM, PS
PS, TMC, PMC
March 11, 2009
Project Update
PM
PC
March 05, 2009
Statement of Work
PM, PS, PC
PS
March 25, 2009
Project Update
PM
PC
April 15, 2009
Project Implementation plan
PM, PS
PMC
April 22, 2009
Progress Report
M, PS
TMC, PMC, PC May 13, 2009
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Final Report
IMSR TEAM
PM
PC
May 30, 2009
Letter of Acceptation and Satisfaction PM, PS, PC
by client
PS
June 03, 2009
Final Presentation
PS, TMC, PMC
June 30, 2009
TM
5. Project Scope

Provide analysis of the impacts of the keatle island bridge on the Montfort Hospital

Provide the stance of the stakeholders in the neighbourhoods such as communities,
employees, councillors, MP with respect of Montfort.
6. Project Inclusions
7. Project Exclusions
8. Project Constraints

No Budget

Time
9. Project Assumptions
10. Project Risks

Scope changing

Availability of the information

Institutional
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11. Project Success Factors
12. Project Stakeholders
13. Project Organizational Structure
14. Project Roles and Responsibilities
14.1
Project Manager

Collect input from project stakeholders in order to define the project requirements;

Plan and organize the project activities;

Coordinate with Project Team members;

Control the process to ensure timely deliverables;

Organize meetings and develop key decisions based on team consensus;

Assure the quality of the project management process;

Resolve project conflicts;

Motivate and guide members to successful completion of project;

Make sure the project is delivered within scope, within budget, and on schedule.
14.2

Client Liaison
Manage Client expectations of the project process, deliverables, schedule, budget, and
related project communications;
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
Effectively communicate between the client and the project team;

Develop, with the client, the project scope, and communicate client's needs to the project
team, accordingly;

Book meetings with the client and prepare agenda for these meetings;

Keep meeting minutes up-to-date and share them with team members;

Upon agreement with the client, generate and submit project progress reports on a regular
basis;

Get formal approvals from client for any deviation from the project scope as necessary.
14.3
Project Research Coordinator

Help Manager in designing a preliminary project plan;

Collect and input information;

Review and audit the deliverables;

Identify and evaluate alternative solutions of problems;

Participate actively in tasks during all phases of the project;

Coordinate the research activity;

Responsible of the research plan;

Contribute to collect research document.
14.4
Team Development Coordinator

Keep track of the team development;

Use all kinds of team management models and tools to create more effective team;

Ensure the quality of all the deliverables related to team management;

Actively participate in decision making and conflict resolution;

Ensure team meets PMI Code of Ethics and Professional Conduct.
14.5
Document Coordinator

Maintain, track and update all project documents: meeting minutes, project deliverables,
emails, team management reports, status reports, contracts, presentations, etc.;

Ensure that each deliverable is of the highest quality possible;
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
14.6
IMSR TEAM
All team members are required to provide feedback and make comments on the parts of
assignments of other members so as to improve the total quality of each deliverable;
Notes Taker

Take notes at meetings;

Make the notes available to all team members within 48 hours after the meeting;

Each team member will be required to review all published meeting minutes;
The role of Notes Taker will be rotated amongst selected team members.
15. Project Work Breakdown Structure (WBS)
OWBS
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Project
Management
consultant
Team
Management
consultant
Alain
Godbout
Robert Legris
Project
champion
Tamas Koplyay
Project Manager
Client Liaison
Project Client
Nehad Shukur
Weal Isamil
Lucille Pereault
Team Members
Dominique Nsengiyumva – Document Coordinator
Bernard Langevin – Project Research Coordinator
Nagi Khanger – Team Development Coordinator
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15.1
IMSR TEAM
High Level WBS
IMSR Project
Initiation
Planning
Implementation
Close -out
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15.2
IMSR TEAM
WBS for Project Initiation
Initiation
Project Team
Project identification
Close -out
Team setup
Client needs and
expectation
Client authority
Confirm PM
Stakeholder
analyses
Contract between PM
&Champion
Confirm Team norms
Project scope
Contract between
PM &Client
Project proposal
Project charter
15.3
WBS for Project Planning
15.4
WBS for Project Development
15.5
WBS for Project Close-Out
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16. Project Evaluation Criteria
18. PROJECT MANAGEMENT AND CONTROL PROCESSES
The project will be organized and managed in a project structure. Project management approaches,
processes and procedures used to manage the project included, but not limited to:

Project plans

Scope management/ change control

Status meetings

Status reports

Team management

Formal meeting agendas and minutes

Quality management

Resources management

Deliverable and document standards

Risk management
Project management is the discipline that applies knowledge, skills, tools, and techniques to
various activities to meet project expectations. Project management is implemented through the
use of project management work streams (scope, cost, schedule, quality, resources,
communications, risk and integration management) across project phases to realize the committed
project outcomes which are integrated through technical project execution.
Project management is to manage the performance of the project, it is involves:

Identifying and optimizing competing demands for functionality, schedule, risk and
quality.

Reconciling the claims of stakeholders with differing needs and expectations for the
project.

Delivering outcomes associated with user requirements and approved benefits.
18.1 Project Management
All project team members will provide status reports to the project manager on a weekly basis to
ensure project schedules are being met. Deliverables will be monitored through a formal status
reporting process and tracked to the charter and work plan. Project manger will issue the meeting
agenda before the team meeting to focus on vital tasks. Any issues regarding scope will be dealt
with at the project status meetings. The Client Liaison will implement formal processes for
managing scope and issues with the client.
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18.2 Project Amendment Procedures
Project amendments will be managed through a formal change management process. All changes
to project scope must be formally submitted through the change management process involving the
Project Champion, Project Manager and Client Liaison.
This project charter may be amended as a necessary to reflect changes in the project. Amendments
will be coordinated between the project champion and the project team to ensure consensus to any
proposed changes.
18.3 CHANGE MANAGEMENT
Changes must be considered and managed in the following two areas:

Scope Changes, project content changes (changes to period of performance, milestones,
deliverables, cost, approved functionality, and/or quality) are planned and managed through a
change control process.

Behavior change: team, project champion and client behavior changes are planned and
managed through change management (CM), CMP also includes a plan to distribute change
information appropriately across the team (Communication Plan)
18.4 Issue Management
An issue management is a incident that has the potential to delay project success. The issues
related to this project must be documented, identifies, and resolved immediately. A process will be
fully implemented and agreement between client liaison, project manager and project team will be
required to ensure effective resolution issues.
18.5 Transition Procedures
The closure of the documentation for the project will include, but not limited to: relevant lessons
learned and quality management. A final report will be submitted to the Project Champion by
June1, 2009. Project acceptance by the client, will be indicated by the signing of a client
acceptance document prepared by a member of the project team, reviewed by the entire project
team and approved by the Project Manager.
18.6 Project Reporting Requirements
The project internal and external reporting is described in Table 1. Internal reporting is prepared by
the Project Manager, who has the liaison with the Project Champion. Team members are also
involved in the reporting function, they report to the whole team as well as to the group they are
working with in the team. Reporting methods among the team members are both formal and
informal.
Type
Involvement
Methodology
Person Responsible
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EXTERNAL
Liaison
Client
Function
Client Liaison
Weekly
Communication
with the client
Lucille Perrreault
Communications,
inquiry as
necessary
Nehad Shukur
(Client Representative)
INTERNAL
Spoke Person
Project Champion
Project Team
Manager
(Team Manager)
Weekly Meeting
Team Members
Minutes from
weekly meeting
Team Members
Informal
Team Members
Exchange E-mails
& Telephones
Team Members
Team Building
Status Reports
Team Members
Weekly updates,
Project
Deliverables
Team Members
Table 1
17. Project Communication Plan
18. Project Quality Management
19. References
Roche/NCE, 2009. Interprovincial Crossings Environmental Assessment Study. Summary
Report
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Document Revision
Revision
Date
Name
Changes / Purpose
1.0
February 07, 2009
Dominique
Nsengiyumva
Project Charter
Structure
1.1
February 08, 2009
Dominique
Nsengiyumva
Project Background +
Project deliverables and
milestones
2.01
February 10,2009
Nehad Shukur
WBS
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